第二篇 1X)#
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Conventional wisdom about conflict seems pretty much cut and dried. Too little C98F?uo%Q
conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to ZD&F ,2v
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 6(QfD](2 }
creativity and motivate people in a healthy and competitive way. D| zuj]
Recent research by Professor Charles R. Schwenk, however, suggests that the @(#vg\UH
optimal level of conflict may be more complex to determine than these simple g kmof^
generalizations. He studied perceptions of conflict among a sample of executives. VZq CFE3
Some of the executives worked for profit-seeking organizations and others for b: S$oE
not-for-profit organizations. 8|Tqk,/pD
Somewhat surprisingly, Schwenk found that opinions about conflict varied WHC/'kvF
systematically as a function of the type of organization. Specifically, managers in .JKH=?~\
not-for-profit organizations strongly believed that conflict was beneficial to their yP]>eLTSd
organizations and that it promoted higher quality decision making than might be z-
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achieved in the absence of conflict. oZ2: %
Managers of for-profit organizations saw a different picture. They believed that Y^]n> X
conflict generally was damaging and usually led to poor-quality decision making in $ #!oejLD
their organizations. Schwenk interpreted these results in terms of the criteria for \IQG%L{
effective decision making suggested by the executives. In the profit-seeking "w"a0nv
organizations, decision-making effectiveness was most often assessed in financial O]XRalkEM
terms. The executives believed that consensus rather than conflict enhanced financial uRy}HLZ"
indicators. ,It0brF
In the not-for-profit organizations, decision-making effectiveness was defined BQfnoF
from the perspective of satisfying constituents. Given the complexities and _g Vihu
ambiguities associated with satisfying many diverse constituents executives perceived DQ0S]:tC
that conflict led to more considered and acceptable decisions. -9 LvA V>
31.In the eyes of the author, conventional opinion on conflict is________. o+x%q<e;c
A) wrong ?J$k
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B) oversimplified 2Ug_3 ZuU
C) misleading 7z$ 53z
D) unclear iU+SXsXLR4
注：文章第一句 3\Amj}RJ
32.Professor Charles R. Schwenk's research shows________. 7s%D(;W_Mo
A) the advantages and disadvantages of conflict X#T|.mC dC
B) the real value of conflict =H7p&DhD [
C) the difficulty in determining the optimal level of conflict pOK=o$1V8
D) the complexity of defining the roles of conflict 1o5kP, )
注：文章第二段 "#Z e3Uy\
33.We can learn from Schwenk's research that________. +m
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A) a person’s view of conflict is influenced by the purpose of his organization Ip{hg,>
B) conflict is necessary for managers of for-profit organizations k|x mZA*
C) different people resolve conflicts in different ways #_\**%,<
D) it is impossible for people to avoid conflict _ 9D]1f=&
注：文章第三段 e }O&_ j-
34.The passage suggests that in for - profit organizations_______. 0qR#o/~I
A) there is no end of conflict bBINjs8C_
B) expression of different opinions is encouraged I!F&8B+|
C) decisions must be justifiable R:P),
D) success lies in general agreement &pl)E$Y
注：文章第四段，justifiable 合法化 L]=mQo
35.People working in a not - for - profit organization________. )%/ Ni^
A) seem to be difficult to satisfy ral
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B) are free to express diverse opinions !]"M]tyv\
C) are less effective in making decisions Dt5AG
D) find it easier to reach agreement |1kA6/
B C A D B
